This document discusses principles of organic change and agility. It argues that agility cannot be bought or copied, but must emerge through an evolutionary approach tailored to each organization's unique context. Five principles of organic change are outlined: 1) increase cultural awareness, 2) use situational decision making, 3) focus on value creation, 4) validate changes in small increments, and 5) optimize end-to-end flow. Leadership must be dynamic and distributed. Agility results from culture, behaviors and ongoing adaptation rather than rigid frameworks.
Team Member to Mgr: “Now I’m in a self-organized team, what do you do exactly?” Mgr: “Um, good question. Come to the talk and find out.”
Learning Objectives:
* Be able to answer the question “What do you do as a manager of an Agile team?”
* Understand the difference between line management, functional management and program management.
* Learn how to influence behavior through visible progress and expectations management rather than telling teams what to do.
* Discover why a focus on flow and value delivery is critical to Agile leadership.
* Bring Dilbert cartoons into your management style without everyone calling you “the pointy haired boss.”
Team Member to Mgr: “Now I’m in a self-organized team, what do you do exactly?” Mgr: “Um, good question. Come to the talk and find out.”
Learning Objectives:
* Be able to answer the question “What do you do as a manager of an Agile team?”
* Understand the difference between line management, functional management and program management.
* Learn how to influence behavior through visible progress and expectations management rather than telling teams what to do.
* Discover why a focus on flow and value delivery is critical to Agile leadership.
* Bring Dilbert cartoons into your management style without everyone calling you “the pointy haired boss.”
What the presentation is not about:
- Explaining why self-organized teams
- Explaining what a self-organized team is
- Explaining what a team is
- Explaining the boundaries and conditions to make self-organization to happen
What the presentation is about:
- Show an structured way of supporting self-organization throw my personal experience.
Out of Sight, Out of Mind: Survival tricks and tools for remote developersAlessio Bragadini
Presented at PycCon 8, Florence 7 April 2017 – Remote working and “smart working” is very much in fashion these days, but what does it entail for the daily routing of a distributed development team? We will talk about tools, the disputed use of email, Skype, Slack but more specifically about time management, what you can expect from yourself and from other members of the remote team. Is your company “remote-friendly” or rather “remote-first”? When it’s time to spend a few days in physical proximity with your colleagues? We will share some examples out of the experience of a distributed team actively working with Python and Django on a daily basis, and show how you can make it all work, if you work on it.
Epic Budgeting - how agile teams meet deadinesDave Sharrock
According to this year's State of Agile survey, the most common success measure for agile initiatives, at 53%, is on-time delivery. But if agile teams can choose how much work they take into a sprint, how can teams be sure of delivering pre-committed scope on time and on budget? There is more to agile delivery than product owners ordering a backlog of work for teams to work on.
Epic budgeting is one tool that allows the product owner to steer a product across the line, delivering the expected scope on time by managing scope creep or an unsustainable focus on the perfect over the pragmatic. During this session learn about how product owners and their teams work towards a fixed date or budget by applying double loop learning to epic sizing and breakdown. Expect some tales from real companies and a few light hearted moments. And I'm at least 53% certain we will finish on time!
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
Ever fought to replicate a successful pilot with a handful of teams to a functioning product delivery program across an enterprise? It's hard - and frameworks rarely make things simpler. In this talk, we'll examine the natural progression of an Agile transition, from isolated teams often held up as a pilot study, to synchronous agility where many teams collaborate to deliver a program, to the rarified world of networked agility, where we move back to the effectiveness of individual teams. While highlighting principles that distinguish each stage of growth, we also outline how to recognise where your transition is, and therefore where to move to next.
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an Agile world, and discuss how to move from a handful of teams to many teams and many product lines.
ORGANIC agility webinar - Archetypes: mapping organization, culture and leade...Giuseppe De Simone
The empirical evidence agile42 has got from multiple client engagements supports the theory that ideal characteristics of a leader are based on archetypes, ideal types of what an organization should look like and their underlying culture, and has led us to observe a very strong relationship between leadership attitude, organizational design, and organizational culture. The idea behind ORGANIC leadership is that there isn’t any right or wrong leadership behavior, but rather there are behaviors that one can master, and can be appropriately called upon in specific situations within a specific culture: if a leadership behavior doesn’t correspond to the cultural expectations of the people involved, will very likely cause a negative emotional response, and potentially increase motivational debt.
In this webinar I provided an overview of different Archetypes that are expressed under specific conditions and bring leadership behavior, organizational design and organizational culture together. We also explored some methods within the ORGANIC agility framework, that allow to recognize the Archetype to which an organization can be mapped at a given moment in time, and provide guidance for transitioning to a different archetype, while increasing coherence between culture, organizational design and leadership behaviors.
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...Dave Sharrock
Agile organizations move work to dedicated teams, rather than move people to projects. In order to succeed, the Business Analyst needs to continually compare the value of different projects or work requirements to make sure that the teams are working on the most valuable items at any one time. But how can you compare new features that increase your profitability with platform migrations that increase your system stability or administrative features that reduce operational overhead? Where do BAs spend their time and how do stakeholders get their critical projects done?
The Experience Canvas provides a one-page requirement definition that allows stakeholders to effectively discuss and estimate the value of each requirement.
Using the Experience Canvas, we show how:
Stakeholders can compare and contrast the value of very different requirements with very different objectives,
Business Analysts can estimate return-on-investment using effort estimates from the team (investment) and value estimates from the stakeholders (return).
Herding cats, or the art of scaling agile teamsDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an agile world, and discuss how to move from a handful of teams to many teams and many product lines.
The Good Shepherd - the Role of BAs in AgileDave Sharrock
Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.
Why self-organization might not work, and what has that to do with the compan...Andrea Tomasini
On the way toward becoming more agile, we often stumble on issues which are sometimes simple in hindsight, but when we are at it, they seem impossible challenges. We might start with an agile team, probably following the Scrum framework and having quite some fun while learning and delivering more value with our colleagues. At a certain point though the expected “hyper productivity” that some folks in the agile world are talking about doesn’t seem to be something achievable at all, and we comfortably think, that must be just marketing, or even the effect of the Chinese Whispers. But if we reflect ourselves on it, and have the courage to look deep and understand why things aren’t going the way they should, we often come to learn a lot. Question such as: “By the way, why do we still have Team Leader in a self-organizing team?” or “What is the role of a Tech Lead in a Scrum team?” up to “Why are we still estimating and planning upfront if we are doing agile development?” inevitably pop up. Is it a trust issue? is it a cultural problem? or is it an organizational design issue? Maybe the answer, as many times happen in complex situation is a mixture or neither of those.
Explore together with me what implications these dimensions have on the way teams will develop further or not develop. Also how do other companies around the world relate to this challenges, and maybe you can learn something from that…
The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.
Giving Teams the Roots to Grow and Wings to FlyDave Sharrock
We introduce useful and proven practices that increase the sticking power of new agile teams, allowing them to stay agile long into the future. To create sustainable change, agile teams have to overcome organizational gravity that pulls them back into the old, comfortable ways of working. New agile teams are especially at risk of falling back after the coaches leave or the agile transition is declared ‘over’. By helping the team set expectations early, the +15 practices provide support just when the team is most vulnerable, and increases the chance of creating lasting change.
We introduce two concepts, the +15 Team and the +15 Flightplan, that support teams not just at the beginning of a transformation, when management attention and resources are focused on the effort, but much later on as the teams begin unlocking some of the more challenging engineering practices, such as continuous integration or continual refactoring which take time and repeated practice to achieve. You will learn how to work with a new team to apply these concepts, and how the team can use these to guide growth over time.
Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition.
The +15 Team is a simple exercise to focus the team on developing good agile behaviors that provide the roots from which a team can grow. The +15 Flightplan is a workshop or game that delivers a long-term plan for agile maturity created by the team that allows the team to soar over time. Participants will be introduced to this technique as a way to better guide the team’s development over time as well as learn how and when to respond. Spending just minutes at every retrospective using these artifacts can make the difference between a team returning to old habits and performance levels or striding forward to become self-directed, high-performing agile teams.
Agile Mumbai 2020 Conference | Drive Business agility by building a responsiv...AgileNetwork
Session Title: Drive Business agility by building a responsive organization
Session Overview: Responsiveness is new reality. Transparency and visibility are new must have for leaders. Exploration and adaption of new technologies is new norm. How do we build such a responsive organization to drive business agility?
Agile teams form the building blocks for agility. Having strong agile teams allows an organization to overcome systemic issues and adapt the product development process to the needs of the business. Agile teams that are not self-organizing and continually learning can quickly become subsumed by the challenges around them. So what does it mean for a team to be agile? We look at the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.
For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.
What the presentation is not about:
- Explaining why self-organized teams
- Explaining what a self-organized team is
- Explaining what a team is
- Explaining the boundaries and conditions to make self-organization to happen
What the presentation is about:
- Show an structured way of supporting self-organization throw my personal experience.
Out of Sight, Out of Mind: Survival tricks and tools for remote developersAlessio Bragadini
Presented at PycCon 8, Florence 7 April 2017 – Remote working and “smart working” is very much in fashion these days, but what does it entail for the daily routing of a distributed development team? We will talk about tools, the disputed use of email, Skype, Slack but more specifically about time management, what you can expect from yourself and from other members of the remote team. Is your company “remote-friendly” or rather “remote-first”? When it’s time to spend a few days in physical proximity with your colleagues? We will share some examples out of the experience of a distributed team actively working with Python and Django on a daily basis, and show how you can make it all work, if you work on it.
Epic Budgeting - how agile teams meet deadinesDave Sharrock
According to this year's State of Agile survey, the most common success measure for agile initiatives, at 53%, is on-time delivery. But if agile teams can choose how much work they take into a sprint, how can teams be sure of delivering pre-committed scope on time and on budget? There is more to agile delivery than product owners ordering a backlog of work for teams to work on.
Epic budgeting is one tool that allows the product owner to steer a product across the line, delivering the expected scope on time by managing scope creep or an unsustainable focus on the perfect over the pragmatic. During this session learn about how product owners and their teams work towards a fixed date or budget by applying double loop learning to epic sizing and breakdown. Expect some tales from real companies and a few light hearted moments. And I'm at least 53% certain we will finish on time!
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
Ever fought to replicate a successful pilot with a handful of teams to a functioning product delivery program across an enterprise? It's hard - and frameworks rarely make things simpler. In this talk, we'll examine the natural progression of an Agile transition, from isolated teams often held up as a pilot study, to synchronous agility where many teams collaborate to deliver a program, to the rarified world of networked agility, where we move back to the effectiveness of individual teams. While highlighting principles that distinguish each stage of growth, we also outline how to recognise where your transition is, and therefore where to move to next.
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an Agile world, and discuss how to move from a handful of teams to many teams and many product lines.
ORGANIC agility webinar - Archetypes: mapping organization, culture and leade...Giuseppe De Simone
The empirical evidence agile42 has got from multiple client engagements supports the theory that ideal characteristics of a leader are based on archetypes, ideal types of what an organization should look like and their underlying culture, and has led us to observe a very strong relationship between leadership attitude, organizational design, and organizational culture. The idea behind ORGANIC leadership is that there isn’t any right or wrong leadership behavior, but rather there are behaviors that one can master, and can be appropriately called upon in specific situations within a specific culture: if a leadership behavior doesn’t correspond to the cultural expectations of the people involved, will very likely cause a negative emotional response, and potentially increase motivational debt.
In this webinar I provided an overview of different Archetypes that are expressed under specific conditions and bring leadership behavior, organizational design and organizational culture together. We also explored some methods within the ORGANIC agility framework, that allow to recognize the Archetype to which an organization can be mapped at a given moment in time, and provide guidance for transitioning to a different archetype, while increasing coherence between culture, organizational design and leadership behaviors.
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...Dave Sharrock
Agile organizations move work to dedicated teams, rather than move people to projects. In order to succeed, the Business Analyst needs to continually compare the value of different projects or work requirements to make sure that the teams are working on the most valuable items at any one time. But how can you compare new features that increase your profitability with platform migrations that increase your system stability or administrative features that reduce operational overhead? Where do BAs spend their time and how do stakeholders get their critical projects done?
The Experience Canvas provides a one-page requirement definition that allows stakeholders to effectively discuss and estimate the value of each requirement.
Using the Experience Canvas, we show how:
Stakeholders can compare and contrast the value of very different requirements with very different objectives,
Business Analysts can estimate return-on-investment using effort estimates from the team (investment) and value estimates from the stakeholders (return).
Herding cats, or the art of scaling agile teamsDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an agile world, and discuss how to move from a handful of teams to many teams and many product lines.
The Good Shepherd - the Role of BAs in AgileDave Sharrock
Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.
Why self-organization might not work, and what has that to do with the compan...Andrea Tomasini
On the way toward becoming more agile, we often stumble on issues which are sometimes simple in hindsight, but when we are at it, they seem impossible challenges. We might start with an agile team, probably following the Scrum framework and having quite some fun while learning and delivering more value with our colleagues. At a certain point though the expected “hyper productivity” that some folks in the agile world are talking about doesn’t seem to be something achievable at all, and we comfortably think, that must be just marketing, or even the effect of the Chinese Whispers. But if we reflect ourselves on it, and have the courage to look deep and understand why things aren’t going the way they should, we often come to learn a lot. Question such as: “By the way, why do we still have Team Leader in a self-organizing team?” or “What is the role of a Tech Lead in a Scrum team?” up to “Why are we still estimating and planning upfront if we are doing agile development?” inevitably pop up. Is it a trust issue? is it a cultural problem? or is it an organizational design issue? Maybe the answer, as many times happen in complex situation is a mixture or neither of those.
Explore together with me what implications these dimensions have on the way teams will develop further or not develop. Also how do other companies around the world relate to this challenges, and maybe you can learn something from that…
The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.
Giving Teams the Roots to Grow and Wings to FlyDave Sharrock
We introduce useful and proven practices that increase the sticking power of new agile teams, allowing them to stay agile long into the future. To create sustainable change, agile teams have to overcome organizational gravity that pulls them back into the old, comfortable ways of working. New agile teams are especially at risk of falling back after the coaches leave or the agile transition is declared ‘over’. By helping the team set expectations early, the +15 practices provide support just when the team is most vulnerable, and increases the chance of creating lasting change.
We introduce two concepts, the +15 Team and the +15 Flightplan, that support teams not just at the beginning of a transformation, when management attention and resources are focused on the effort, but much later on as the teams begin unlocking some of the more challenging engineering practices, such as continuous integration or continual refactoring which take time and repeated practice to achieve. You will learn how to work with a new team to apply these concepts, and how the team can use these to guide growth over time.
Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition.
The +15 Team is a simple exercise to focus the team on developing good agile behaviors that provide the roots from which a team can grow. The +15 Flightplan is a workshop or game that delivers a long-term plan for agile maturity created by the team that allows the team to soar over time. Participants will be introduced to this technique as a way to better guide the team’s development over time as well as learn how and when to respond. Spending just minutes at every retrospective using these artifacts can make the difference between a team returning to old habits and performance levels or striding forward to become self-directed, high-performing agile teams.
Agile Mumbai 2020 Conference | Drive Business agility by building a responsiv...AgileNetwork
Session Title: Drive Business agility by building a responsive organization
Session Overview: Responsiveness is new reality. Transparency and visibility are new must have for leaders. Exploration and adaption of new technologies is new norm. How do we build such a responsive organization to drive business agility?
Agile teams form the building blocks for agility. Having strong agile teams allows an organization to overcome systemic issues and adapt the product development process to the needs of the business. Agile teams that are not self-organizing and continually learning can quickly become subsumed by the challenges around them. So what does it mean for a team to be agile? We look at the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.
For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.
Slides from today talk at the Digital World NRW, in Düsseldorf. The story of sipgate agile journey and the importance of aligning the culture to make sure the practices stick and evolve. Self-management is something which requires continuous attention, and leadership support.
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not about implementing a model or another…
It feels like someone presented scaling as the ultimate solution to solve every problem… and now everybody wants to buy it, it really feels like an old story. Way to often the focus about scaling agile lands on the delivery of projects, and explicitly on the operational model behind that. Every true Agilist would know that agility is about continuous improvement and excellence as much as it is about delivery of value. The real challenge lays in how to make an organization learn continuous improvement and embed it into its own culture.
ORGANIC agility - beyond the mass production of agile at scaleLasse Ziegler
ORGANIC agility is an evolutionary approach to organizational agility and resilience that has been developed by working with hundreds of companies around the world. This presentation covers the five key principles of ORGANIC agility and explains how they provide the scaffolding for change.
Keynote stop scaling... start growing an agile organization!Andrea Tomasini
Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.
Stop scaling... Start growing an Agile Organization!Andrea Tomasini
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
Organizational culture is the deciding factor for success or failure of a company. What kind of culture leads to success? How do you know if you have that culture? In this session you will learn what kind of different cultural types organizations have, how these affect the behavior of people and how to “measure” your culture.
Adhocracy, holacracy, sociocracy or idiotcracy. We are constantly talking about changing our culture in organizations.
At the same time the majority of people just want to be left alone and get on with their work.
So how do we know what our culture was to begin with? A survey once a year asking if you are collaborating isn’t really a good way to “measure” culture.
On the Christmas party the leadership holds a great motivational speech on how we are now self-organizing and tell you to go and self-organize. How do we know that today we have a different culture from yesterday?
Telling people to change isn’t working. Putting up motivational posters don’t magically change our culture. So how do we get to a different culture?
In this session we will explore culture, ways to quantify culture in real time and ways how to grow and influence instead of “change" culture.
Getting execs to let go of waterfall vs agile (mha 2019)Richard Dolman
Presentation for Mile High Agile 2019 conference on how to help leaders/manager let go of waterfall and embrace agile. This involves learning how to apply situational, context-specific decision-making.
How shifting thinking about an organisation as a biological, natural systems, opens significant options about how to design a better organisation. Using Nassim Taleb Antifragility concept, combined with the Cynefin Framework from Dave Snowden, it is possible to identify principles which will allow to design a better and more Resilient, possibly Antifragile organisation. In this presentation I am sharing the 6 Design Principles for an agile organisation that are at the core of the agile42 Enterprise Transition Framework (ETF). There are concrete examples from some of the companies that allowed us to share pictures.
A successful organization must be good at delivering value to customers. There are two sides to this equation.
First the organization needs to understand what value is. This is related to market dynamics and the identification of the target groups associated with a specific market segment. Identifying what is valuable to a target group is a process that requires validation, not an assumption to be made on the fly or within the organization's own echo chambers.
Second the organization needs to understand how to create value more effectively. Under high levels of uncertainty and volatility, the concept of value can shift significantly within a short timeframe. This is why delivering effectively and establishing fast feedback loops between the market and the organization is of vital importance.
Continuing the series on ORGANIC agility, in this webinar we will explore Principle #3 Focus on Value Creation. We will briefly touch some of the tools we use for discovering the value stream as well as how you can design an organization to deliver on a value stream.
How to grow your organization resilience and anti-fragilityAndrea Tomasini
Bringing agility to an organizational level requires a set of new skills and practices to emerge. While we have plenty of example on how agility can impact teams performance, by adopting well proven practices, there is still a lot of uncertainty in what to bring to an organizational level. Inspecting and adapting as an organization requires different structures and a more strategic approach, if we want to maximize the learning effect. Chaotic and uncontrolled experimentation and local adaptations can rapidly tear an organization apart. Focus on value and customers are important to set a common direction, but to roll out a shared strategy we need a solid and coherent cultural context, or the strategy will fail. Explicitly measuring and designing culture is a key enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change and enabling people to participate in creating rapid value, is the one thing that might save your company in the rough waters of today's market... Are you ready for the challenge?
Improve the chances of success of your organization with Resilience and Antif...Andrea Tomasini
Explicitly measuring and designing culture is an enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change is the one thing that might save your company in the rough waters of todays market. Are you ready for the challenge?
Similar to Organic Change - Beyond Scaling Frameworks (20)
Pre Mortem Retrospectives are a powerful way to prevent project failures before they occur.
Resting on the standard Agile Retrospective format you flash-forward to a date after the scheduled release date and assume that the project has failed miserably
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A